CFM Exam Dumps - Certified Facility Manager

A fully implemented Geographic Information System (GIS) supports sustainability through:

Greenhouse gas reduction by optimizing transportation and resource allocation.

Energy conservation by monitoring energy consumption patterns and optimizing facility layouts.

Why the other options are incorrect:

(A) Water runoff is managed through stormwater planning, but GIS primarily focuses on emissions and energy.

(C) Composting is a waste management process, not directly related to GIS.

(D) While GIS can help manage water runoff, its major contribution is energy conservation​.

The building efficiency ratio is a key metric in facility and real estate management, used to determine how efficiently a building’s space is utilized. The IFMA Real Estate and Property Management competency defines the formula as:

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Option B (Correct): This formula shows how much of the gross building area is rentable, making it a critical factor in leasing decisions.

Option A (Common Area / Usable Area) does not measure building efficiency, but rather common area factor.

Option C (Gross Area / Usable Area) is not a standard efficiency metric.

Option D (Usable Area / Rentable Area) measures tenant efficiency but not building efficiency.

A higher efficiency ratio means less wasted space and more rentable revenue​.

Solar energy generation (B) does NOT contribute to a company's carbon footprint because it is a renewable energy source that reduces greenhouse gas emissions.

Why not other options?

(A) kWh consumption directly impacts carbon emissions.

(C) Fossil fuel use is a primary contributor to carbon footprints.

(D) Stormwater runoff affects water pollution but is not a direct carbon emission factor.

Performance metrics (Option A) are used to measure the success of business continuity plans (BCPs) by comparing actual performance against acceptable operational levels.

Why Option A is Correct?

Performance metrics provide quantifiable data on recovery speed, downtime, and operational effectiveness.

These metrics ensure the continuity plan is aligned with business goals and meets required operational standards.

IFMA’s Emergency Preparedness & Business Continuity competency emphasizes developing measurable performance indicators to assess and improve response strategies.

Why Other Options Are Incorrect?

Option B (Lessons learned): Lessons learned help improve future plans, but they do not measure success in real-time.

Option C (Business case analysis): A business case analysis evaluates the feasibility of a plan, but does not measure performance outcomes.

Operating budgets focus on recurring costs related to facility maintenance and operation. The allowance for an overhaul of motors is a capital expense, not an operating expense.

Why the other options are correct to include in an operating budget:

(A) Quarterly belt and filter changes are part of routine maintenance.

(B) Preventive maintenance during shutdown ensures ongoing operational efficiency.

(C) Electrical utility costs are an essential operational expense.

Capital expenditures, such as overhauls or major system replacements, belong in a capital improvement budget​.

Benchmarking (Option C) is the best tool for comparing facility management costs, services, and staffing levels with industry standards.

Why Option C is Correct?

Benchmarking analyzes FM operations against peer organizations to assess efficiency and effectiveness.

It provides data-driven justification for maintaining or adjusting budgets and staffing levels.

IFMA’s Finance & Business Core Competency emphasizes benchmarking as a key performance evaluation tool.

Why Other Options Are Incorrect?

Option A (Life cycle cost analysis): Evaluates long-term asset costs, but does not compare FM performance to industry standards.

Option B (Scenario analysis): Examines hypothetical situations but does not compare real-world industry benchmarks.

Corrective maintenance (also called "reactive maintenance") occurs only after equipment fails, leading to:

Unplanned downtime that disrupts operations.

Higher repair costs due to emergency fixes.

Shorter equipment lifespan because maintenance is delayed.

Preventive (A) and predictive (B) maintenance reduce downtime by scheduling repairs before failure. 24-hour (D) is not a recognized maintenance strategy​.

Using in-house staff with relevant skills or development interests is the most practical and cost-effective way to manage the project budget. This approach:

Reduces external labor costs by leveraging existing workforce.

Enhances staff skill development, improving organizational competency.

Balances workload across departments, ensuring optimal resource use.

While students and volunteers (A) lack reliability and expertise, 24x7 shifts (B) may lead to burnout and inefficiency. Asking contractors to cut staff (C) can compromise quality and lead to project delays​.